International Discovery Workshop

What engages people in different cultures?

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WHAT IS THIS WORKSHOP/WHERE DOES IT COME FROM/WHY?

In 2009 the UK government commissioned an inquiry into what made a great place to work within the UK

The inquiry demonstrated that great places to work performed much better than less good places to work

The latest UK data was published in 2012 on www.engageforsuccess.org

There are over 1,500 people involved in UK – no-one is paid anything and many top firms have contributed with resources

An international group was launched in 2013.

This Discovery Workshop is designed to identify what makes a good place to work in different cultures around the world

The results of all the workshops from around the world will be available to everyone

The workshop agenda is provided free to us and we can use the outputs to improve our experience at work

I volunteered to run this workshop – thank you for participating

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WORKSHOP PROTOCOLS

Anonymous – nobody’s comments will be identified outside this meeting

Everybody’s ideas count – speak up and encourage others to speak up

Allow me to facilitate you Tell me if you feel uncomfortable or unsure about

what you are being asked to do Add your own….or agree with each group & change

on the spot

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Think of a project/period outside work where you were immersed, 100% committed and inspired to make something a success

What were the factors and conditions that enabled you to really commit

Q) WHAT CONDITIONS BRING OUT THE BEST IN YOU?

Q) WHAT BRINGS OUT THE BEST IN YOU AT WORK?

Now think of a project/period at work where you were immersed, 100% committed and inspired to make something a success

What were the factors and conditions that enabled you to commit/engage? Was your sponsor/boss’s professional leadership style a factor? If so in what way? What other factors were influential?

Factors and conditions in previous roles where you were disengaged

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WHAT BEING ENGAGED MEANS TO SOME PEOPLE ‘People who are committed, energetic, focussed on the challenge presented’ – they:

Are involved by their bosses in solving real work challenges

Enjoy their work whatever they do

Make it their job to do it better

Risk speaking upwards to challenge and innovate

Make it safe for people to challenge up to them

Self organise – less need for costly supervision

Take responsibility

Collaborate within & beyond their ‘border’

Resolve difficulties locally

Are generous with time and skills – generous leadershipAbove IP of Engage for Change

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Q) WHAT DISENGAGES YOU AT WORK?

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Q) DOES BEING ENGAGED MEAN IN OUR CULTURE?

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What encourages orenables people in our culture to really participate in work?

Are there socialInfluences in our societythat have impact on howpeople engage at work?

Q) WHAT DOES BEING TRULY COMMITTED & ENGAGED MEAN IN OUR CULTURE?

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Does the term employee engagement mean anything in our culture?

What other words mightbetter in our country/region?

Q) WHAT ARE THE ESSENTIAL INGREDIENTS OF ENGAGING PEOPLE AT WORK IN OUR COUNTRY/REGION

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THE UNITED KINGDOM ENGAGE FOR SUCCESS’S VIEW ON WHAT ENGAGES EMPLOYEES – THE FOUR ENABLERS Q) DO WE HAVE ANYTHING IN COMMON WITH UK? Visible, empowering leadership providing a strong strategic

narrative about the organisation, where it’s come from and where it’s going.

Engaging managers who focus their people and give them scope, treat their people as individuals and coach and stretch their people.

There is employee voice throughout the organisations, for reinforcing and challenging views, between functions and externally, employees are seen as central to the solution.

There is organisational integrity – the values on the wall are reflected in day to day behaviours. There is no ‘say –do’ gap.

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WHAT HAPPENS NOW?

Our ideas are sent to Engage for Success along with the results of other workshops in other regions of our company

These are analysed and posted on their site with others from this region

Our ideas also go to our management to stimulate a discussion in our company to see if there is scope for improvement in our levels of engagement that will benefit us, our colleagues and our company

…Finally how could we improve this experience?

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THANK YOU

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APPENDICES

OVERWHELMING BUSINESS CASE FOR EMPLOYEE ENGAGEMENT – ENGAGE FOR SUCCESS DATA

CBI: engaged employees take 2.9 sick days/disengaged 6.19 days Towers Perrin: operating margins 3x higher in engaged workforces M&S: stores with improving engagement delivered £62m more sales Kenexa: In the US companies with engaged staff have highest customer sat BAE: engaged staff reduced plane construction time 25% BAE: same staff found £26m in savings in two sites Gallup: disengaged organizations have 62% more accidents Gallup: engaged staff say that work brings their creative ideas – 59% vs 3% Aon Hewitt: engaged organizations give 22% higher returns to shareholders Total UK: double digit £ms in efficiency savings + new revenue lines (Engage

for Change data) Kenexa – increased engagement could add £26B to UK GDP Get more from: www.engageforsuccess.org V7 23 02 14 JOHN SMYTHE VERSION

Why bother?

1 The employee experience becomes the customer experience

2 Beyond strategy and performance investors/analysts/stakeholders only have employee scores to judge management

3 Employee recommendation is the biggest influence on new talent

WHAT ARE THE ESSENTIAL INGREDIENTS OF POSITIVE ENGAGEMENT IN OUR CULTURE

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My immediate boss’s professional behaviour – things they do and say

The professional behaviour of top bosses – things they do and say

My professional behaviour to others – things that I do and say

My team’s professional behaviour – things they do and say

Our company’s culture or regional culture, and other ingredients, factors and conditions

WHICH OF OUR ARE ESSENTIAL INGREDIENTS OF POSITIVE ENGAGEMENT MIGHT BE GLOBALLY APPLICABLE

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My immediate bosses professional behaviour? Things they do and say

The professional behaviour of top bosses? Things they do and say

My professional behaviour to others? Things I do and say

My team’s professional behaviour? Things they do and say

Our company’s culture and regional culture, and other ingredients, factors and conditions?